Finance Committee Meeting€¦ · •Insource vs Outsource •Contract Negotiations •Contractor...

Finance Committee MeetingSeptember 13, 2018

Items of Discussion This Evening

• Discussion:• Student Transportation

• June 30, 2018 – Results of Operation

• Update:• Bond-Competitive Bid Results

• Board Agenda:• Stop Loss Renewal

• Bid #18-63 - Nine Passenger Van

• Bus Route Approval

transportation Overview

Finance Committee Meeting

09/13/2018

AGENDA

Past versus Present

Hanover Research

The Future

Past versus Present

PAST PRESENT

Staff

1 Supervisor1 Router4 PT Clerical (Drivers)

1 Supervisor1 Router2 Secretary III

Overtime Excessive Seasonal SpikesOffice Layout Crammed OpenCustomer Service Unsatisfactory GoodRouting Software Edulog Transfinder (basic)Fleet Technology GPS GPS PlusTransportation Website Embarrassing ImprovedContractor Performance Meeting Expectations Meeting NEW ExpectationsNon Trans Functions Registration, Act 80 Registration, Act 80

https://www.crsd.org/domain/3491

New Transportation Website

• The NEW website has been simplified to provide relevant information.

• Mission Statement (New)• Contact Info for CR &FS• Staff Directory (New)• Online Change Request Forms

• Daycare

• Transportation

• FAQs• PDE

• CRSD

• Transportation Board Policy• Safety Video

New CRT Website

https://www.crsd.org/domain/3491

Past versus Present

2015-2016 2016-2017 2017-2018

Wages $ 751,304 $ 640,375 $ 698,676

Benefits:

Healthcare 285,050 266,195 284,247

Dental 22,902 18,542 20,769

Life Insurance 1,607 1,111 1,340

Disability 1,549 1,606 546

Vision 844 1,293 1,252

Social Security 55,957 47,255 51,188

Retirement 187,490 186,101 226,525

Unemployment 1,896 1,614 113

Workmen's Compensation 3,566 3,145 3,280

Other Employee Benefits 1,115 4,491 5,936

Totel Employee Benefits 561,976 531,353 595,196

Total Wages and Benefits $ 1,313,280 $ 1,171,728 $ 1,293,872

2015-2016 2016-2017 2017-2018

Contracted Services $ 85,520 $ 15,131 $ 500

Bus Depot Leases 365,481 362,665 356,948

Contracted Transportation 10,000,479 10,173,110 9,850,712

Insurance 25,092 26,651 25,543

Postage and Printing 12,270 13,867 21,138

Travel 550 1,663 2,558

General Supplies 3,751 2,022 5,672

Fuel 374,821 458,821 250,191

Refreshments 136 213 33

Books - 23 -

Equipment 73,364 235 498

Dues and Fees 655 400 390

10,942,119 11,054,801 10,514,183

$ 12,255,399 $ 12,226,529 $ 11,808,055

• 2.50% Increase in contract cost in the 2016-2017 and 2017-2018 year.

$9,400,000

$9,600,000

$9,800,000

$10,000,000

$10,200,000

$10,400,000

$10,600,000

2015-2016 2016-2017 2017-2018

Three Year Comparison of Contracted Transportation Services

Actual Straightline Contract Value with % Increase

3 Year Snapshot

Contributing Factors Router - New router with new rules Staff - 4 PT to 2 FT Stops - Reduction YOY Routes - Changed the runs within the routes Invoice - Checked against TF and GPS

SY # of Routes Hrs/RteTotal

Hrs/Day YOY Router

2015 2016 125 5.91 738.75 C. Rehm

2016 2017 124 5.94 736.56 -0.30% C. Rehm

2017 2018 126 5.39 679.14 -7.80% D. Platt

* Only counted routes with paired AM & PM runs

** Data from June Invoice for each SY

2015-2016

Actual

2017-2018

Actual

(Favorable)

Unfavorable

Straightline $ 10,000,479 $ 9,850,712 $ (149,767)

2015-2016 With

Annual 2.50%

Contractual

Increase

2017-2018

Actual

(Favorable)

Unfavorable

2015-2016 Base $ 10,000,479

2016-2017 2.50% Contractual Increase 250,012

2017-2018 2.50% Contractual Increase 256,262

$ 10,506,753 $9,850,712 $ (656,041)

Hanover Research

Survey Findings

Hanover Research - Introduction

11

To assist Council Rock School District (CRSD) in evaluating its transportationdepartment and practices, Hanover Research (Hanover) conducted a briefbenchmarking survey as well as in-depth interviews with transportation staff atCRSD’s peer districts in Pennsylvania.

The survey’s purpose was to gather quantitative benchmarking data to identifykey characteristics of district transportation offerings at 47 of CRSD’s peerdistricts. The interviews provide in-depth information on the districts’transportation services, department functions, staffing, and policies.

Hanover Research - Recommendations

Create a structured process and clear guidelines for handling families’ requests for transportation changes and complaints, and consider using a web-based form for change requests;

Organize transportation staff responsibilities so that the director has time for strategic planning; and

Consider reassessing the core transportation services CRSD provides to achieve greater efficiencies.

12

Based on our analysis, Hanover recommends that Council Rock School District:

13

Survey Analysis Key Findings

CRSD may be ahead of its peers regarding the breadth of transportation servicesoffered. The majority (over 85%) of peer districts offer early dismissal and after-school transportation services, and over half (62%) offer daycare transportationand before-school transportation. Just around a quarter (26%) offer half-daykindergarten transportation. CRSD, by comparison, offers all of these services.

Around three-quarters of peer districts (77%) provide specialized transportationservices for students with special needs. Among these districts, all offerwheelchair buses, and 89% offer buses with monitors.

CRSD has roughly the same number of bus drivers, salaried transportationemployees, and hourly transportation services. Peer districts have an average of144.8 bus drivers (compared to 150 in CRSD), 1.6 salaried employees (compared toone in CRSD), and 3.2 hourly employees (compared to three in CRSD).

14

In-Depth Interview Key Findings

Interviewed districts frequently do not enforce their official policies related tomaximum walking distance due to safety concerns. Districts’ policies for how farstudents must live from the school to receive district-provided transportation varyfrom three-quarters of a mile for all students, to the Pennsylvania state guidelineof one and a half miles for elementary students and two miles for secondarystudents. Districts have similar policies for the maximum distance students mustwalk to their bus stops. However, unsafe walking conditions due to hazardousroads make these policies unrealistic for five out of the six districts, who, inpractice, provide transportation to the majority of their students.

Half of interviewed peer districts try to maintain a maximum busing time of 40to 45 minutes, while the remainder aim to limit this time to an hour. however,only half of the districts have official policies for the maximum busing time. Themaximum busing time typically increases for students who attend non-publicschools or receive transportation to a school outside of district boundaries.

Five out of six interviewed districts’ transportation departments are notresponsible for student registration. Rather, registration offices, pupil servicesdepartments, or individual students manage student registration.

ൗ𝟓 𝟔

15

In-Depth Interview Key Findings, cont.

Peer districts have clean, structured processes for handling parent requests forchanges to transportation. However, two districts only change bus stops for safetyreasons, and one district does not take any parent requests for transportationchanges. Two of the six districts have forms on their website that parents can fillout to request a change to their bus stop.

Districts allow the transportation director to focus on transportation strategy byassigning day-to-day administrative responsibilities and minor issues to aseparate employee. For example, some interviewed districts have a supervisor orassistant who is responsible for handling minor issues and complaints, thusallowing the director to focus on strategic planning and creating efficiencies.

Districts that use private contractors emphasize the importance of closeinvolvement with the contractors, maintaining control over transportationspractices and decisions, clearly defining roles, and communicating frequently. Ofthe six districts interviewed, only one district does not contract out for any of theirtransportation services. Four of the districts contract out all their transportationservices, and one only contracts out transportation for students with special needsand some non-public school students. All of the districts who use contractors fortheir transportation services determine the routing themselves.

16

Survey Results: District Characteristics

CRSD’s student enrollment falls between 10,001 and 15,000 students, whereas the majority of survey respondents have fewer than 10,00 students. CRSD also falls in line with the largest

category of square miles covered by a district, at over 50 square miles.

11%

13%

43%

32%

2%

0% 20% 40% 60% 80% 100%

15,001-20,000

10,001-15,000*

5,001-10,000

1,001-5,000

Less than 1,000

n=47 (Excluding CRSD)*Denotes CRSD’s enrollment

Districts by Student Enrollment

37%

13%

4%

17%

28%

0% 20% 40% 60% 80% 100%

More than 50*

40-50

30-40

20-30

Less than 20

Districts by Square Mile Covered

n=47 (Excluding CRSD)*Denotes CRSD’s enrollment

17

Transportation Employees: Office

CRSD has one salaried employee in the district transportation office, just below the peer average in the same student enrollment category who employ an average of 1.6. CRSD’s hourly employee

number is on-par with its district peers of the same enrollment capacity at 3.

Average Number of Salaried Employees in District Transportation Office by Student Enrollment

Average Number of Hourly Employees in District Transportation Office by Student Enrollment

*Denotes CRSD’s student enrollment category.

2.0

1.01.6 2.0 1.6

3.4Council Rock, 1.0

0

5

All Peers Less than 1,000 1,001-5,000 5,001-10,000 10,001-15,000* 15,001-20,000

2.43.0

1.8

3.22.7

Council Rock, 3.0

0

5

All Peers Less than 1,000 1,001-5,000 5,001-10,000 10,001-15,000* 15,001-20,000

The Future

How do we get there?

Transportation Highlights

Create a Stronger Team

Upgrade Routing Software

Improve CRSD Transportation Website

Build Stronger Relationship with First Student

Reduce Cost

Add Value

The Future

Department Staffing Scenarios A

Current State – 1 Salary & 3 Hourly Scenario A – 2 Salary & 3 Hourly

Transportation Supervisor

Router – ALL Van DriversBus

Monitors

Transportation Admin Secretary

Registration Admin

Secretary

Director of Transportation


Router – PublicRouter – Special

Services and Non-Public

Van Drivers Bus Monitors

Admin Secretary IV

Restructuring of Staff $ 174,172

Central Registration 51,214

$ 225,386

Scenarios A

Breakdown of the Expenses

Current vs Scenario A

Supervisor Add

Central Registration

Admin III to Router

Admin III to Admin IV

Scenario A – 2 Salary & 3 Hourly



Router – PublicRouter – Special


Van Drivers Bus Monitors

Admin Secretary IV



$ 225,386

Scenarios A

Value Prop

Transportation DirectorTransportation

•Create Goals

•Create Scorecard

•IDP & Succession Planning

•Performance Reviews

•Create Playbook

District

•Special Services

•Athletics & Field Trips

•Strategic Planning

•Transportation Network Analysis

•Communication Plan

•Safety Policies & Education

Technology

•Website Maintenance

•Transfinder

•Cameras

•Bus Trackers

•Student Trackers

•GPS Integration

External

•Bids – Equipment, Fuel, Services

•Insource vs Outsource

•Contract Negotiations

•Contractor Management

•Create Metrics

•Business Reviews

Scenario A



Router –Public

Router –Special


Van DriversBus

Monitors

Admin Secretary IV



$ 225,386

The Future

Department Staffing Scenarios B

Current State – 1 Salary & 3 Hourly Scenario B – 1 Salary & 3 Hourly

Director/Supervisor of Transportation

Router – PublicRouter –

Special Services and Non-Public

Van Drivers Bus MonitorsAdmin

Secretary IV



$ 76,349


Router – ALL Van DriversBus

Monitors

Transportation Admin Secretary

Registration Admin

Secretary

Scenarios B

Breakdown of the Expenses

Current vs Scenario B

Central Registration

Admin III to Router

Admin III to Admin IV

Scenario B – 1 Salary & 3 Hourly



$ 76,349

Director/Supervisor of Transportation

Router – PublicRouter –

Special Services and Non-Public

Van Drivers Bus MonitorsAdmin

Secretary IV

Scenarios B

Value Prop

Daily Operations

Daily Operations

Daily Operations

Everything Else

Scenario B


Router –Public

Router –Special

Services and

Non-Public

Van Drivers

Bus Monitor

s

Admin Secretar

y IV



$ 76,349

Recommended

Policies to Review

Walking and Riding

• Walk Distances (School or Stop)• Elementary – 0.5 miles• Secondary – 1.0 miles

• Location of Stop• Elementary – In neighborhood• Secondary – End of neighborhood

• Ride Times• Elementary – 75 max in district• Secondary – 75 max in district

The Exceptions

• 5 Day Rule• Any change must be for 5 days

• Joint Custody• Only if 50/50, in district

• Daycare• + ¼ mile to boundary, 5 days

• Appeal Process• Decisions are constantly

challenged

GOAL – To be the BEST serving the BEST

We must exceed expectations while identifying cost reductions and increasing value added services in a safe and sustainable environment for our students.

• Continuous improvement

• Create momentum for change

• Reward positive behavior

• Right person in the right role

• Encourage collaboration

• Lead with integrity

What’s next?

School board direction

What’s next?

Transportation Department Staff A - Director, Supervisor, 2 Routers, Class IV B - Supervisor, 2 Routers, Class IV

Revise CRSD Transportation PoliciesBoard Sub-Committee

Create Appeal Process and Review BoardInput to Composition of Review Board

Preliminary Results of Operations – June 30, 20181

1 Unaudited – Subject to Change

Budget Actual Variance

Percent of

Variance

Revenues: $ 229,132,916 $ 232,376,959 $ 3,244,043 1.42%

Expenditures: 233,333,635 232,041,195 1,292,440 0.55%

Revenues in Excess ( Under) of Expenditures (4,200,719) 335,764 4,536,483

Less:

Operating Transfer to Capital Reserve - 3,000,000 (3,000,000)

Revenues in Excess ( Under) of Expenditures

and Operating Transfers (4,200,719) (2,664,236) (1,536,483)

Beginning Fund Balance 24,086,668 24,086,668 -

Ending Fund Balance $ 19,885,949 $ 21,422,432 $ (1,536,483)



Analysis of Major Revenue Variances

Revenues: Budget Actual Variance

Percent of

Variance

Real Estate Taxes $ 144,510,096 $ 146,022,920 $ 1,512,824 1.05%

Earned Income Taxes 16,500,000 17,845,729 1,345,729 8.16%

PlanCon Rental Reimbursement 900,000 1,346,042 446,042 49.56%

State Retirement 17,659,661 17,872,045 212,384 1.20%

Basic Education Subsidy 14,300,000 14,444,756 144,756 1.01%

Special Education Subsidy 6,475,000 6,569,813 94,813 1.46%

State Tuition Reimbursement 30,000 84,963 54,963 183.21%

Delinquent Tax Collections 2,550,000 2,236,913 (313,087) -12.28%

Interim Real Estate Taxes 1,200,000 797,270 (402,730) -33.56%

$ 204,124,757 $ 207,220,451 $ 3,095,694

A Closer Look at Earned Income Tax

Annual Budget Annual Collections % Increase

2004-05 $ 11,067,610

2005-06 11,795,055 6.57%

2006-07 12,861,785 9.04%

2007-08 13,078,766 1.69%

2008-09 13,104,879 0.20%

2009-10 12,879,556 -1.72%

2010-11 $ 12,550,000 12,118,589 -5.91%

2011-12 13,100,000 14,141,331 16.69%

2012-13 13,100,000 15,091,502 6.72%

2013-14 14,000,000 16,545,807 9.64%

2014-15 15,100,000 16,210,229 -2.03%

2015-16 16,000,000 16,397,520 1.16%

2016-17 16,300,000 18,398,182 12.20%

2017-18 16,500,000 17,845,729 -3.00%



Budget Actual

Favorable

(Unfavorable) %

Salaries and Wages $ 108,021,236 $ 109,581,908 $ 1,560,672 1.44%

Employee Benefits:

Healthcare 22,977,777 22,397,064 (580,713) -2.53%

Dental 1,570,225 1,586,763 16,538 1.05%

Life Insurance 161,590 142,136 (19,454) -12.04%

Disability 130,425 127,554 (2,871) -2.20%

Vision 109,277 108,353 (924) -0.85%

Social Security 7,901,345 8,044,337 142,992 1.81%

Retirement 35,115,210 35,588,886 473,676 1.35%

Tuition Reimbursement 100,000 110,382 10,382 10.38%

Unemployment 269,956 7,198 (262,758) -97.33%

Workmen's Compensation 540,061 510,697 (29,364) -5.44%

Other Benefits 238,000 474,180 236,180 99.24%

Total Employee Benefits 69,113,866 69,097,550 (16,316) -0.96%

Total Wages and Benefits 177,135,102 178,679,458 1,544,356 0.17%

300-900 Objects 56,198,533 53,361,738 (2,836,795) -5.05%

Total Expenditures $233,333,635 $232,041,195 ($1,292,439) -0.55%


Selected Appropriation Program Areas – 300-900 Objects


Budget Actual

Favorable

(Unfavorable) %

Buildings and Grounds $ 8,501,474 $ 7,341,980 $ (1,159,494) -13.64%

Special Services - Contracted 4,123,885 3,339,112 (784,773) -19.03%

Student Transportation 10,806,916 10,343,239 (463,677) -4.29%

Building Budgets 1,997,815 1,653,247 (344,568) -17.25%

Debt Service 17,966,401 17,871,014 (95,387) -0.53%

Fund Transfers - 255,553 255,553 N/A

$ 43,396,491 $ 40,804,145 $ (2,592,346) 5.85%

Bond Series A of 2018

• Issued $4.8 million of bonds to refinance our variable rate bond to fixed rate.

• 6 year maturity• TIC 1.871285%• Currently Budgeting 4.00% annually.• Actual Interest Rate Paid in August 2.52%

• Savings to Budget is $269,696 over six years.

• Internet Auction Bid Stats:• Eight Underwriters Participated• 86 bids received• Underwriter’s Best Bid Range: 2.094345% to 1.871258%

Council Rock School DistrictStop Loss Renewal & Analysis

August 20, 2018

ARTHUR J. GALLAGHER & CO. | BUSINESS WITHOUT BARRIERS™

2018-19 Stop Loss

37

Stop Loss Marketing Summary• Gallagher Benefit Services requested quotes from 10 Stop Loss• Four carriers quoted

• Reliance and HM provided competitive quotes• Optum and Symetra provided uncompetitive quotes at over 50% above current

Carrier Response

Sunlife Current

AIG Declined to Quote

Guardian Declined to Quote

HCC Life Declined to Quote

HIIG-Elite Declined to Quote

HM Quoted

Voya Financial Declined to Quote

Optum Quoted but uncompetitive

Reliance Standard Quoted

Symetra Quoted but uncompetitive

Zurich Declined to Quote

ARTHUR J. GALLAGHER & CO. | BUSINESS WITHOUT BARRIERS™

2018-19 Stop LossStop Loss Options: September 1, 2018- August 31, 2019

This analysis is for illustrative purposes only, and is not a guarantee of future expenses, claims costs, managed care savings, etc. There are many variables that can affect future health care costs

including utilization patterns, catastrophic claims, changes in plan design, health care trend increases, etc. This analysis does not amend, extend, or alter the coverage provided by the actual

insurance policies and contracts. Please see your policy or contact us for specific information or further details in this regard.

Council Rock Area School District Stop Loss: Effective September 1, 2018

Current Deductible Renewal Negotiated Renewal Alternative I Alternative 2

Carrier Sun Life Sun Life Sun Life Reliance Standard HighMark

Individual Specific Deductible $275,000 $275,000 $275,000 $275,000 $275,000

Policy Year Maximum Unlimited Unlimited Unlimited Unlimited Unlimited

Lifetime Maximum Unlimited Unlimited Unlimited Unlimited Unlimited

Contract Basis (Incurred/Paid) Paid (/12) Paid (/12) Paid (/12) 24/12 24/12

Benefits Covered Medical & Rx Medical & Rx Medical & Rx Medical & Rx Medical & Rx

Specific Payable Percentage 100% 100% 100% 100% 100%

Lasers None None None None None

Commission Included in the Rates 0% 0% 0% 0% 0%

Supplemental Compensation 0% 0% 0% 0% 0%

Single 306 $21.53 $26.91 $26.27 $16.75 $19.45

Family 1001 $47.64 $59.55 $58.12 $52.67 $52.91

Admin PEPM Credit if HM is Selected $0.00 $0.00 $0.00 $0.00 ($1.50)

Monthly Premium Including $1.50 Admin Charge $54,276 $67,844 $66,217 $57,848 $56,954

Total Annual Premium Including $1.50 Admin Charge $651,310 $814,128 $794,601 $694,178 $683,449

Annual $ Change from Current N/A $162,818 $143,291 $42,868 $32,139

Annual % Change from Current N/A 25.0% 22.0% 6.6% 4.9%

ARTHUR J. GALLAGHER & CO. | BUSINESS WITHOUT BARRIERS™ 39

2018-19 Administrative Fee Renewal

• IBC has offered a reduced administration fee for the 2018-19 Plan year• The fee will save the district approximately $80K compared to the current annual cost

2017-18 Plan Year2018-19 Plan Year (Original Renewal)

2018-19 Plan Year (New Renewal)

Medical Admin Fee $46.50 $47.90 $41.40

Estimated Monthly Premium $60,775.50 $62,605.30 $54,109.80

Estimated Annual Premium $729,306.00 $751,263.60 $649,317.60

Annual $ Change from Current N/A $21,958 ($79,988)

Annual % Change from Current N/A 3.0% -11.0%

This analysis is for illustrative purposes only, and is not a guarantee of future expenses, claims costs, managed care savings, etc. There are many variables that can affect future health care costs

including utilization patterns, catastrophic claims, changes in plan design, health care trend increases, etc. This analysis does not amend, extend, or alter the coverage provided by the actual

insurance policies and contracts. Please see your policy or contact us for specific information or further details in this regard.

IBC Administrative Fee Proposed Fee

ARTHUR J. GALLAGHER & CO. | BUSINESS WITHOUT BARRIERS™© 2018 GALLAGHER BENEFIT SERVICES, INC. 40

Gallagher Benefit Services, Inc. (GBS) treats your personal privacy with care and respect. Because we value our client relationships, we do not disclose a client’snonpublic personal financial and health information with third parties, except for the purposes of placing your insurance coverage(s), and as otherwisepermitted by law.

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GBS has always been mindful of our clients’ privacy. We maintain physical, electronic, and procedural safeguards that comply with federal and state regulationsto guard your nonpublic personal financial and health information and that of your employees.

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Information We Collect. We collect nonpublic personal financial and health information about you and your employees as required by the insurancecompanies including:• Information we receive from you and your employees on applications or questionnaires, such as occupation, current employer and social security number;• Information about your transactions with us, our affiliates, or previous insurers; such as your policy coverage, claim information, premiums and payment

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obtained as underwriting tools to determine bill paying habits and credit worthiness for certain individual, personal insurance products. These reports arenot subject to race, gender or income.

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Privacy Notice

ARTHUR J. GALLAGHER & CO. | BUSINESS WITHOUT BARRIERS™© 2018 GALLAGHER BENEFIT SERVICES, INC. 41

DisclaimersSolvency

Coverage

Renewal/Financial

Legal

While GBS does not guarantee the financial viability of any health insurance carrier or market, it is an area we recommend that clients closely scrutinize when selecting a health insurance carrier. There are a number of rating agencies that can be referred to including, A.M. Best, Fitch, Moody’s, Standard & Poor’s, and Weiss Ratings (TheStreet.com). Generally, agencies that provide ratings of Health Insurers, including traditional insurance companies and other managed care organizations, reflect their opinion based on a comprehensive quantitative and qualitative evaluation of a company's financial strength, operating performance and market profile. However, these ratings are not a warranty of an insurer's current or future ability to meet its contractual obligations.

IMPORTANT: This proposal [analysis, report, etc.] is an outline of the coverages proposed by the carrier(s), based on information provided by your company. It does not include all of the terms, coverages, exclusions, limitations, and conditions of the actual contract language. The policies and contracts themselves must be read for those details. Policy forms for your reference will be made available upon request.

This analysis is for illustrative purposes only, and is not a guarantee of future expenses, claims costs, managed care savings, etc. There are many variables that can affect future health care costs including utilization patterns, catastrophicclaims, changes in plan design, health care trend increases, etc. This analysis does not amend, extend, or alter the coverage provided by the actual insurance policies and contracts. Please see your policy or contact us for specific information or further details in this regard.

The intent of this analysis is to provide you with general information regarding the status of, and/or potential concerns related to, your current employee benefits environment. It does not necessarily fully address all of your specific issues. It should not be construed as, nor is it intended to provide, legal advice. Questions regarding specific issues should be addressed by your general counsel or an attorney who specializes in this practice area.

9 Passenger Van Bid

• Van fleet is aging:• 13 vehicles

• Average Age 8.38 years

• Average Milage 79,727; High 165,289

• Fleet Use• 4 - Home to School

• 6 - Achieve

• 1 – North Community Based Instruction (CBI)

• 2 Shared (Spare)

• Recommend to Award to Whitmoyer Ford, Inc., low bid, $27,400

Approval of 2018-2019 Bus Routes

•Annual Requirement

•Approximately 7,700 Bus Stops, To and From School

•127 Runs

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